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Lean Office

NEEDS-BASED RESULTS

 

Lean Office

SITUATION

Finance and Customer Service organizations for a CD and DVD manufacturer needed to improve efficiency and reduce cost.

DRIVER GOAL

  • Reduce North American Finance and Customer Service costs by $2.7 million.

RESULT

  • Achieved $2.6 million in savings, with a clear plan to achieve an additional $500k.
case study image, CS-340 large

Case Study

Implemented Lean Office in Finance & Customer Service

Issue

Finance and Customer Service processes had never been systematically reviewed, standardized and improved at this manufacturer of audio cds, cd-rom, and pre-recorded audio and video cassette tapes. To meet increased customer expectations, these critical support processes had to operate more effectively.

Highland Approach

A detailed analysis identified ample opportunities to improve performance by reducing non-value-adding work and more proactively managing process performance. Rapid and measurable financial results were realized by:

  • Applying Lean Office principles:
  • Consolidating functional work groups where possible; and,
  • Implementing structured Lean management systems—process metrics, daily meetings, visual displays, etc.—to focus work group performance and increase management effectiveness.

Actions Taken

The Highland Group partnered with client teams to:

  • Define and implement new processes to increase organizational capacity.
  • Formally share site best practices across the organization.
  • Consolidate functional work groups to improve flexibility through scale and standardization.

Achieved savings of

$2.6m

with a clear plan to achieve an additional savings of $500k

Lean was a very effective improvement process that constructively stretched everyone’s thinking to move us out of our comfort zone.

Director of Finance

Related Information

industry-based

Head of Organizational Development

Don is an internationally recognized organizational change and development expert with 33 years of global experience in partnering with results-oriented clients to achieve sustainable behavioral change and targeted bottom-line results in productivity, quality and profitability. He is recognized for fostering high levels of enterprise-wide sustainable performance improvement ownership. Don’s key strengths include his ability to engage stakeholders at all levels, create collaborative environments and work within the culture to achieve leadership, management and employee breakthrough results.

Project Leader

Financial Services

North America

Brandon is a senior project leader and consultant with more than 12 years of experience in helping financial services firms maximize revenue and control costs through continuous improvement. He specializes in implementing efficiency, service and quality process enhancements in Fortune 500 companies by utilizing Lean and Six Sigma principles.

Project Leader

Sales, Marketing & Consumer Products

North America

Bill is a senior project leader with more than 20 years of hands-on experience in assisting multinational companies by deploying his expertise in Lean Six Sigma and Business Process Management tools, tactics and strategies. He has deep expertise in sales and marketing improvement, supply chain optimization, fixed-cost reduction, channel management, total production management, balanced scorecards and post-merger integration.